第二篇 Mq Ai}z %
Conventional wisdom about conflict seems pretty much cut and dried. Too little m<-ShRr*b
conflict breeds apathy (冷漠) and stagnation (呆滯). Too much conflict leads to MY@&^71i4
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark
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creativity and motivate people in a healthy and competitive way. (6S'wb
Recent research by Professor Charles R. Schwenk, however, suggests that the Q# B0JT1
optimal level of conflict may be more complex to determine than these simple R{H[ < s+n
generalizations. He studied perceptions of conflict among a sample of executives. $mn0I69
Some of the executives worked for profit-seeking organizations and others for Fye>H6MU
not-for-profit organizations. 1g{Pe`G,
Somewhat surprisingly, Schwenk found that opinions about conflict varied Mu? |<#s
systematically as a function of the type of organization. Specifically, managers in m$W >~
not-for-profit organizations strongly believed that conflict was beneficial to their g |>L T_
organizations and that it promoted higher quality decision making than might be kUf i
achieved in the absence of conflict. eluN~
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Managers of for-profit organizations saw a different picture. They believed that "Wwu Ty|
conflict generally was damaging and usually led to poor-quality decision making in ! ajBZ>Q
their organizations. Schwenk interpreted these results in terms of the criteria for ef7{D
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effective decision making suggested by the executives. In the profit-seeking CF '&Yo
organizations, decision-making effectiveness was most often assessed in financial -fq
terms. The executives believed that consensus rather than conflict enhanced financial ITn%
indicators. 5qb93E"C
In the not-for-profit organizations, decision-making effectiveness was defined !ZYPz}&N_
from the perspective of satisfying constituents. Given the complexities and 8W\ yM;'
ambiguities associated with satisfying many diverse constituents executives perceived m2j&0z
that conflict led to more considered and acceptable decisions. fST.p|b7
31.In the eyes of the author, conventional opinion on conflict is________. @8|*Ndx2
A) wrong
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B) oversimplified m\6/:~qWW
C) misleading .[Sis<A]%
D) unclear SVe]2ONd
注：文章第一句 D.K""*ula
32.Professor Charles R. Schwenk's research shows________. (pxH<k=Ah
A) the advantages and disadvantages of conflict QyD0WC}i
B) the real value of conflict Q (bOar 5
C) the difficulty in determining the optimal level of conflict eZ$7VWG#
D) the complexity of defining the roles of conflict !dLu ($P
注：文章第二段 U#jz5 <r
33.We can learn from Schwenk's research that________. mZ+!8$1X
A) a person’s view of conflict is influenced by the purpose of his organization ~g{j)"1
B) conflict is necessary for managers of for-profit organizations 5h5izA'0'
C) different people resolve conflicts in different ways r9[S%Def
D) it is impossible for people to avoid conflict 2 XP
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注：文章第三段 dli(ckr
34.The passage suggests that in for - profit organizations_______. fVbjU1N
A) there is no end of conflict ]auvtm- [
B) expression of different opinions is encouraged fAs b:P
C) decisions must be justifiable $}9jv3>)
D) success lies in general agreement ~gDYb#p
注：文章第四段，justifiable 合法化 W$4$%r8
35.People working in a not - for - profit organization________. 0<,{poMM
A) seem to be difficult to satisfy >8f~2dH2%
B) are free to express diverse opinions 1oQw)X
C) are less effective in making decisions {wqT$( (<
D) find it easier to reach agreement `3;EJDEdbi
B C A D B
